Voluntary Redundancy Scheme update
1. The Committee received an update on delivery of the voluntary redundancy scheme as part of the wider organisational transition programme, noting the departure of colleagues today under voluntary redundancy and anticipated further departures up to March 2027.
2. Delivery of the voluntary redundancy scheme is progressing, with over 3,700 applications approved and more than 700 staff having left in the first cohort. A small number of complex cases remain outstanding.
3. Members noted that implementation has presented operational challenges, including delays in pension estimates and wider system dependencies, which have contributed to uncertainty for some staff. These issues are beginning to stabilise, and work is ongoing with partners to resolve outstanding cases and maintain clear communication throughout the transition.
4. The Committee reviewed aspects of the voluntary redundancy scheme, including individual cases and processes, and noted the importance of ensuring fair and consistent application of policy.
5. Members acknowledged some data and process complexities arising from legacy systems and noted the steps being taken to address these and support timely resolution of cases.
6. The Committee noted that a lessons learned exercise is planned to inform future phases of organisational transition, including any further targeted activity.
7. The Committee formally recorded its appreciation for the scale and pace of delivery undertaken in challenging circumstances.
NHS Staff Survey results
8. The Committee received the findings from the NHS Staff Survey and discussed the organisational response to the results.
9. Members noted concerns relating to staff engagement, organisational uncertainty, clarity of direction and variation in management experience across the organisation.
10. The Committee acknowledged that the current period of organisational transition and uncertainty was contributing to increased anxiety among staff groups.
11. Members heard that actions were underway to strengthen appraisal arrangements, wellbeing support, clinical psychological support, coaching and mentoring provision.
12. It was noted that appraisal completion rates had improved significantly, although further work was required to ensure appraisals were meaningful and effectively supported performance and development.
13. The Committee agreed that a further update would be provided to the Board setting out progress on appraisal uptake and outlining the revised appraisal approach implemented from April 2026.
14. Members discussed the broader organisational development activity being taken forward through the Improving NHS England Together programme, including the intended shift towards greater personal accountability, empowerment and continuous improvement.
15. The Committee emphasised that, while immediate actions were important, there remained a need to address wider cultural and organisational concerns identified through the survey findings.
16. Members highlighted the importance of developing and communicating a clearer organisational narrative describing the future organisation, transition pathway and expected culture.
17. The Committee also discussed inclusion and workforce experience, noting concerns raised through staff networks and the importance of ensuring targeted support for specific staff groups during the transition period.
Transformation update and business planning
18. The Committee received an update on alignment between the transformation programme, Improving NHS England Together and Simplify and Deliver.
19. Discussion focused on the relationship between current workforce deployment, organisational priorities over the next six to nine months and the longer term transition to a future organisational model.
20. Members noted that immediate operational requirements necessitated pragmatic deployment of work within existing teams to maintain delivery continuity while avoiding actions that could prejudice future formal processes.
21. The Committee discussed concerns regarding the lack of clarity between current workforce activity and the future organisational design, with members noting the need to ensure interim decisions aligned with the agreed direction of travel.
22. Members emphasised the importance of ensuring that current arrangements were transparently linked to the future organisational state and that assurance could be provided regarding this alignment.
23. The Committee agreed that further work was required to articulate how transformation activity, business planning and workforce deployment fitted together, including how assurance arrangements would operate.
24. Members also discussed the cultural implications of transformation activity, noting that significant behavioural and cultural change would be required and should begin immediately rather than being deferred until formal structural integration.
25. The Committee agreed that a clearer narrative describing both the future organisation and the transition process would be essential in supporting staff through the period of change.